Recruiting and Retaining Top Talent

AACRAO Session T.3

Tuesday, 11:00 a.m.–12:00 p.m.Tuesday, 11:00 a.m. 12:00 p.m.Tandy Elisala and Marsha

Bankston

Recruitment ProcessRecruitment Process95% of hiring managers indicated that hiring is number one or number two in their order of

Preparation

importance

Yet, they spend only 10% to 15% of their time on the preparations

Advertising

Selection

Recruitment ProcessRecruitment Process

Preparation Successful hiring involves doing the homework

Advertising

Selection

Identify how top people look for jobs

Plan steps systematically and with intent so the selection, interview, assessment processes flows with ease

Key Element 1 Key Element 1 -- PlanningStart with the end in mind

• Define superior performance

• Define the job – not the personDefine the job not the person

• Focus on the doing – not the having

Start With the End In MindStart With the End In Mind

• Define superior performance

– Create a performance profile• Describes the desired results, the process to be used to

achieve the results, and the environment/culture in which itachieve the results, and the environment/culture in which it happens

– Use the performance profile to write the position ad as well as to screen and interview candidates

• Helps transition new employees into the position • Clarifies expectations for the employee which increases job

satisfaction and on-the-job success• Practical way to ensure a diversity hiring program

Start With The End In MindStart With The End In Mind

Separate the job from the person by using the performance profile

• Define the job – not the person

- Allows for a more objective appraisal of true competency

- Screening accuracy increases- Can be used for recruiting,

employment development, and annual evaluations

Start With The End In MindStart With The End In Mind• Focus on the doing – not the having

– Skills alone will not predict success in a position– Success is determined by what the person does

with his/her skillswith his/her skills – Examples of ‘doing’:

The position must attain a level of accomplishment when dealing with colleagues across campusThe position necessitates meeting specific technical and/or business objectivesThe position will be responsible for resolving problems independently

Key Element 2 Key Element 2 -- InterviewingDetermine the interview & assessment format

– Lou Adler’s “Two-Question” Performance-Based Interview and 10-Factor Assessment

– Victoria A. Hoevemeyer’s “Competency-Based Behavioral” Interview with STAR Assessment

TwoTwo--Question PerformanceQuestion Performance--Based InterviewBased Interview

• The quickest way to gain insight into a candidate’s past performance (i.e., competency and motivation levels, as well as leadership skills) is to ask two questions.

Question 1 Most Significant AccomplishmentQuestion 1 – Most Significant Accomplishment“Can you describe a major career accomplishment

you believe represents your best work?”

Question 2 – Major Job-Related “Visualization” Problem“If you were to get this job, how would you go about

solving __________?”

PerformancePerformance--Based Interview FormBased Interview FormStep 1 Welcome// Position Review// Motivation Follow-up Questions // CommentsInterviewer: Introduction of Interview Committee and institution/office overview Chair

Please give a brief overview of your knowledge about the position.

What are you looking for in a new job? Why is having ___________ & __________important to you and why do you feel thisjob meets that criteria?

Step 2 Measure Impact of First Impression CommentsInterviewer: Write down all immediate thoughts/emotional reactionsAll M bAll Members

Be aware of any biases and write them down

Step 3 Review Work History & Background Follow-up Questions // CommentsInterviewer: Please tell us about your most recent job. What was your position and your duties? Compare each prior job to candidate'sAll Members (Ask this question for each previous job.) resume.

Please review your education. How do you feel your studies prepared you for yourprior jobs and this position?

Step 4 Significant Accomplishments Question Follow-up Questions // CommentsInterviewer: Can you tell the committee members about a major accomplishment, event, or What was the result?All Members project that you are proud of? How did you plan the project?

(Ask for additional accomplishment examples until you feel comfortable with the What did you learn about yourself & others?candidate's competencies) Tell us about the new skills you learned.

What resources did you have available?What would you change, if you could?

CompetencyCompetency--Based Based Behavioral InterviewBehavioral Interview

• Victoria A. Hoevemeyer developed a technique using the concept of behavior-based interviewing

– Frames interview questions around real life fperformance

– Focuses on future competencies and abilities

– Prompts factual answers

CBBI Interview FormCBBI Interview FormWith STAR Assessment With STAR Assessment

Competency: Planning

Able to lay the groundwork to ensure that critical tasks, projects, goals, and objectives are accomplished within the agreed-upon timeframe.

Give me an example of a time you had to accomplish something without sufficient information, guidelines, or directions.

Situation Task Action Results

Incumbent left job without notice

Applicant assumed responsibilities with

b k d i

Assigned the task to create a training guide

Researched prior guides currently available in office; talked to peers and managers to

th i f ti

Within 3 weeks was able to produce a training guide

no background in training guide topic

gather information; contacted local and state officials to gather all regulations

Follow-Up: How did that make you feel? Very good… was able to pull resources together in a short time; was able to take on the

responsibility after recently being hired; was able to meet the deadline of the guide; received very positive responses from peers and local authorities regarding the guide.

0 1-2 3-4 5-6

Does not meet basic requirements Meets the basic requirements Slightly exceeds the basic

requirementsSignificantly exceeds the basic

requirements

Notes on Ratings:

Performance/CompetencyPerformance/Competency--Based InterviewingBased Interviewing

• The question format will provide at least 65% of everything needed to make an accurate hiring decision.

• Content comes from fact-finding and getting complete details of the accomplishment.

ResourcesResources• High-Impact Interview Questions

– Victoria A. Hoevemeyer

• Hiring with your Headg y– Lou Adler

• www.adlerconcepts.com

• Love ‘Em or Lose ‘Em– Beverly Kaye and Sharon Joran-Evans

Why Retention Is Important• Increased student customer service• Increased student retention• Enhanced employee engagement• Reduced employee turnover and costsReduced employee turnover and costs• Increased productivity• Reduced overall costs

Employee Retention Factors

• Leadership • Company • Personal growth and development• The employee-manager relationship• Societal giving• Fair compensation and benefits• Work life balance• Taken from Best Companies Guide –Center for Creative Leadership Survey of 100,000 people -2008

Employee Retention Strategies

• Assess current engagement levels– Baseline and ongoing surveys– One to one meetings– Review production outcomes and trends– Reviews– Conduct ongoing engagement assessments

Employee Retention Strategies• Ensure employees know the job to be done, the

strategic link and bottom line impact• Succession planning• Develop supervisors/managers skills and abilities• Create a team purpose statement and have team

b ildi ti itibuilding activities• Understand the values connection and why they joined

your department• Create and share vision, mission and goals

Employee Retention Strategies

• Training…Training…Training– Orientation– OJT– Progression Training– Soft Skills Training– Personal and Professional Development – Quality Assurance and Feedback

Employee Retention Strategies

• Recognize changing employee demographics and needs and adjust accordingly

• Create a ‘fun’ and empowering environment• Ensure job standards and expectations are clearj p• Create a rewards and recognition program• Communication, communication, communication

Employee Retention Strategies• Define retention

measurements and goals– Lateral moves within

department– Lateral moves outside

department– Promotions within department– Promotions outside

department– Job changes outside college

or university– Retention goal and reporting

Specific University Of Phoenix Retention Program Outcomes

• Turnover fell from 4% to .5% in one year• 15-25% productivity increases realized• Visual scoreboards and accountability created• Global vs silo focus• Global vs. silo focus• University Services is perceived as a job/office

of choice across the institution• Increased customer service levels• Net Promoter Score increased 7 points

Employee Retention Strategies ~ Final Thoughts

• Everyone wants to be part of a winning team!

• Everyone wants to bring their mind, body, spirit and heart to workand heart to work

• Everyone wants to make meaningful contributions

• Effective leadership and communication is key to employee engagement and retention

Thank You Questions?

Tandy Elisala, VP of University Services University of PhoenixTandy Elisala@phoenix eduTandy.Elisala@phoenix.edu(602) 557-3301

Marsha Bankston, Associate Registrar University of California, Santa BarbaraMarsha.Bankston@sa.ucsb.edu(805) 893-8653